TY - JOUR T1 - Giving Science Innovation Systems a 'Nudge' JF - Technology Innovation Management Review Y1 - 2019 A1 - Kirsty de Jong A1 - Urs Daellenbach A1 - Sally Davenport A1 - Jarrod Haar A1 - Shirley Leitch KW - behavioural economics KW - behavioural science KW - choice architecture KW - innovation policy KW - mission-led science KW - research impact. AB - In this article we consider the role that contextual factors play in science innovation systems – that is, the choice architecture, that influences the orientation and outcomes of publicly-funded research. More specifically, we examine how choice architects, particularly policymakers and funding administrators, can affect the decision-making behaviour of researchers. The context for today’s science innovation systems continues to shift as governments seek solutions to the world’s “grand societal challenges”, such as climate change and ageing populations, in addition to greater and more demonstrable impact from funded research. This means that the assumptions of “basic research [being] performed without thought of practical ends” (Bush, 1945) that have shaped such projects, actually run counter to the growing expectations of greater commercialisation and use of multidisciplinary mission-led approaches. We argue that a closer examination of the choice architecture for publicly-funded research is required to understand and address how these potentially conflicting objectives may be pursued most productively through interventions that could form the basis of a novel, behaviourally-based toolkit for science innovation policy. PB - Talent First Network CY - Ottawa VL - 9 UR - https://timreview.ca/article/1275 IS - 10 U1 -

Victoria Business School

Kirsty de Jong is an early career researcher in the ‘Science for Technological Innovation’ National Science Challenge based out of the Victoria Business School in Wellington, New Zealand. Her research focuses on the behavioural aspects of the 30+ “high risk and reward” Seed projects and the larger Rangatahi (youth-led) Spearhead project involved in the Challenge. Prior to joining the Challenge, Kirsty was with The Behavioural Insights Team - a social purpose research company who advise on, and redesign public services using behavioural science. She has a Master’s in Museum and Heritage Practice from Victoria University of Wellington.

 

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Victoria University of Wellington

Urs Daellenbach is a Reader in Management at Victoria University of Wellington’s business school. His research interests have focused on value creation and capture, drawing on the resource-based view of the firm, with specific emphasis on contexts associated with strategic decision making for R&D and innovation. He has published in leading journals including Strategic Management Journal; R&D Management; Long Range Planning; Industrial & Corporate Change; and the Journal of Management Studies and Strategic Organization. With Dr Katharina Ruckstuhl, he is a co-Leader of the Building New Zealand’s Innovation Capacity Spearhead in the Science for Technological Innovation National Science Challenge.

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Victoria University Business School 
 
Sally Davenport is a Professor of Management at Victoria University Business School. On the strength of her research into sustainable collective productivity in New Zealand firms, she was appointed a Commissioner at the New Zealand Productivity Commission in 2011. Professor Davenport’s publications include topics such as technology management; strategic discourse; R&D management and science; and public policy. She has led large research grants covering projects on competitive advantage in NZ firms, and sustainability and firm-level productivity in NZ’s biotechnology and food and beverage sectors. Professor Davenport is now the Director of the Science for Technological Innovation National Science Challenge.
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Auckland University of Technology

Professor Jarrod Haar (PhD) is of Ngati Maniapoto/Ngati Mahuta descent and is a Professor of Human Resource Management at AUT in New Zealand. His research includes (1) work-life balance; (2) indigenous (Maori) and minority employees, (3) leaders and followers; (4) wellbeing, and (5) entrepreneurship and R&D. Professor Haar is a world-class ranked researcher; has won Industry and best-paper awards; research grants (Marsden, FRST) and is currently on a National Science Challenge (Science for Technological Innovation) and a Marsden Grant (Living Wage). He has over 375 refereed outputs (91 articles) and convenes the NZ Marsden Fund panel on Economics and Human Behaviour.

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Australian National University

Professor Shirley Leitch holds a Professorial Fellowship at the ANU Australian Studies Institute. Much of her research has focused on science-society engagement in relation to controversial science and technology. Her publications include the book, Social Media and Public Relations: Fake Friends and Powerful Publics which received the 2016 US National Communication Association PRIDE Award for best book. Professor Leitch’s research teams have received more than $5m in national competitive grants across Australasia. She co-founded the successful, education technology company, Online Education Services (OES) in partnership with SEEK which was recognised as Australia's fastest growing company in the BRW Fast 100 in 2015.

ER - TY - JOUR T1 - Navigating Boundaries in Additive Manufacturing through Action Research JF - Technology Innovation Management Review Y1 - 2019 A1 - Katharina Ruckstuhl A1 - Rafaela C. C. Rabello A1 - Sally Davenport KW - action research KW - critical orientation KW - innovation KW - science KW - SfTI KW - transformative praxis AB - Action research – both as praxis but also from a critical orientation – can elaborate modes of action, identifying the borders and margins that act as both the productive spaces for collaboration as well as the fuzzy areas that require reflection and clarification. In this exploratory case study, action research is used to follow an additive manufacturing project team in real time as it navigates fuzzy areas to integrate knowledge to produce commercializable science innovation in one of New Zealand’s National Science Challenges (NSC): Science for Technological Innovation – Kia Kotahi Mai: Te Ao Pūtaiao me Te Ao Hangarau (SfTI). Through action research as praxis and as critical orientation, we have identified key mechanisms in interdisciplinary and transdisciplinary research for commercialization, particularly in the context of New Zealand’s indigenous Māori people. Our preliminary analysis indicates that an explicit understanding of the fuzzy spaces can help teams find creative and collaborative means to navigate the productive but challenging “interstices of disciplines” (Mengis et al., 2018) to produce science innovation and discoveries and to galvanize relationships with industry and Māori participants. The findings also indicate that action research can promote structural, relational, and knowledge changes within teams, helping them solve complex problems in real time. PB - Talent First Network CY - Ottawa VL - 9 UR - https://timreview.ca/article/1229 IS - 4 U1 - University of Otago Katharina Ruckstuhl is an Associate Dean at the Otago Business School, University of Otago, New Zealand. She also holds a PhD from Otago. Dr Ruckstuhl co-leads the “Building New Zealand’s Innovation Capacity” social science research of the National Science Challenge, Science for Technological Innovation. She is also the Vision Mātauranga (Māori knowledge) leader, a “Theme” that crosses all of the Challenge’s research activities. She has published in the areas of: Māori language; resource extraction in Māori territories; Māori entrepreneurship in SMEs; Indigenous science and technology; and Indigenous knowledge. U2 - University of Otago Rafaela C. C. Rabello holds a PhD in Social Investment in the oil and gas sector and a Master’s degree in Education, awarded with distinction by the University of Otago, New Zealand. Rafaela also holds a BA in Psychology from the University Center of Brasilia, Brazil. Rafaela has worked within the fields of corporate social responsibility – in the oil and gas sector – and education for more than 10 years. She has published in the areas of: corporate social responsibility; social investment in the oil and gas sector; higher education and good teaching and effective learning methodologies in higher education. U3 - Victoria University of Wellington Sally Davenport is a Professor of Management at Victoria University of Wellington, New Zealand. Sally is the Director of the New Zealand National Science Challenge “Science for Technological Innovation” (SfTI). Sally’s academic life began as a research chemist, but she now has research interests covering the commercialization of scientific research, entrepreneurship and the growth of high-tech firms, innovation strategy, and policy. Sally has previously led major research projects on competitive advantage in New Zealand firms, into organizations, and networks in biotechnology. Sally is a Commissioner with the New Zealand Productivity Commission and is also an Adjunct Professor in the College of Business and Economics at the Australian National University, a Fellow of the International Society for Professional Innovation Management, and a member of Global Women. In 2018, she was made a Member of the New Zealand Order of Merit for her services to science. ER - TY - JOUR T1 - Problemsourcing: Local Open Innovation for R&D Organizations JF - Technology Innovation Management Review Y1 - 2013 A1 - Sally Davenport A1 - Stephen Cummings A1 - Urs Daellenbach A1 - Charles Campbell KW - crowdsourcing KW - local open innovation KW - Open innovation KW - problemsourcing KW - R&D AB - Open innovation and crowdsourcing are usually focused on using others external to the organization to solve your problems. How then do R&D organizations, who traditionally solve the problems of others, harness the benefits of open innovation and crowdsourcing yet maintain their mission and capabilities? "Problemsourcing" may provide the answer. In this mode of open innovation, the open call to the "crowd" of businesses is for them to suggest problems that, if solved by the R&D organization, could greatly enhance the business’ competitive advantage and therefore the nation’s economy. In this article, we describe a problemsourcing initiative developed by Industrial Research Ltd (IRL), a government-owned R&D organization in New Zealand. The "What’s Your Problem New Zealand?" competition promised NZ$1m worth of R&D services to the winning business. Using this case study, we map a range of benefits of crowdsourcing for R&D problems, including generating a potential pipeline of projects and clients as well as avoiding the challenge to the professional status of the organization’s research capability. A side-effect not initially taken account of was that, by demonstrating openness, accessibility, and helpfulness, the reputation of the research organization was greatly enhanced. The problemsourcing model provided by the "What’s Your Problem New Zealand?" competition represents a new strategic possibility for R&D organizations that complements their traditional business model by drawing on the openness that open innovation and crowdsourcing seek to leverage. As such, it can provide insights for other research organizations wishing to make use of the connectivity afforded by open innovation and crowdsourcing. PB - Talent First Network CY - Ottawa VL - 3 UR - http://timreview.ca/article/665 IS - 3 U1 - Victoria Business School Sally Davenport is Professor of Management at Victoria Business School in Wellington, New Zealand. Her PhD in Chemistry was obtained at IRL’s predecessor organization and she has maintained close research relationships based on her scientific background. Sally’s research interests include the strategic management of innovation, interaction between innovation stakeholders in the commercialization of research and the discourse of scientific organizations. She has published in a range of journals including Research Policy, Technovation, Journal of Technology Transfer, R&D Management, Innovation: Management, Policy & Practice, Science & Public Policy, and Technology Analysis & Strategic Management. U2 - Victoria Business School Stephen Cummings is Professor of Strategy at Victoria Business School in Wellington, New Zealand. His research interests include the history of management and creative approaches to strategy development. His publications have appeared in Academy of Management Executive, Academy of Management Learning & Education, Business Horizons, Long Range Planning, Organization, and Organization Studies. His recent books include Recreating Strategy, The Strategy Pathfinder, Creative Strategy: Reconnecting Business and Innovation, and the forthcoming Handbook of Management and Creativity. U3 - Victoria Business School Urs Daellenbach is a Reader in Management at Victoria Business School in Wellington, New Zealand. His research interests focus on the resource-based view of the firm with a specific focus on contexts associated with R&D and innovation and where multiple diverse stakeholders may create advantages cooperatively. His publications have appeared in Strategic Management Journal, Long Range Planning, Industrial & Corporate Change, Journal of Management Studies, Journal of Technology Transfer, and R&D Management. U4 - Victoria Business School Charles Campbell is a researcher at Victoria Business School in Wellington, New Zealand. Charles has a PhD in History from the University Canterbury. He is also a novelist and is currently based in the Otago region of New Zealand. ER -